Attributions: Model The Way When Problems Occur At Work
In this final video in my series on attribution, I give you my two-cents worth on how to use our knowledge of attribution when problems occur at work. Attributions are explanations for behavior we observe in others and ourselves. When behavior hits our radar screen, it’s usually because something unexpected or unacceptable has happened. Because of attribution errors and biases, managers and employees are often left pointing the finger at each other, which leads to ineffective problem solving and poor relations among managers and employees.
Managers either fail to see or hate to admit that the systems (e.g. training, staffing, supervision) they control might be causing the behavioral problems they observe in employees. It is much easier to blame employees (the fundamental attribution error) than it is to fix crappy systems.
Employees are so used to being blamed when problems occur that their knee-jerk reaction is to become defensive and accept as little responsibility as possible for the problem (the self-serving bias). They have learned from experience that managers prefer to blame and flame instead of taking the time and effort to learn the deeper causes of behavior, so the employee’s main motivation is simply to survive.
If you want a more effective environment for solving problems at work, YOU are going to have to model the way. You have to stop blaming employees and partner with them to search for the systemic causes of behavior. And you have to be able to accept responsibility and admit when something YOU control might have contributed to the problem. When you do this, you will teach your employees that you are fair and that it is safe for them to accept responsibility for learning from instead of running from problems.
It’s your choice. Get control of your attributions and teach others to do the same and you will be much more effective as a leader.
Related Posts:
Attributions: Explaining Our Own Behavior
Attributions: A Method To Explain The Behavior We Observe In Others
Attributions: The Fundamental Attribution Error And The Self-Serving Bias
Attributions: Let’s Talk First About Locus Of Control
About the Author: Bret L. Simmons
Welcome to my blog! Please feel free to share your thoughts in the comment section of my posts. I publish all constructive, non-anonymous comments. 
Bret, I love this. Its very aligned with a recent post I wrote about the fact that you can’t change others…..so change yourself (your thinking, your beliefs, your behavior). One of my favorite questions to ask a client when they are complaining and blaming others is “What’s your role (or responsibility) in that?”.
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Bret L. Simmons Reply:
December 1st, 2009 at 8:27 am
Absolutely, Mary Jo. I would tweek that a little and say you CAN change others, but NOT until you first change yourself. Thanks for sharing your thoughts! Bret
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Bret,
Thanks for putting together this great series on attribution. It’s been very informative and I especially enjoyed this final entry where you’ve tied all the concepts you discussed in this series into a practical example of the common workplace.
Thanks for sharing your knowledge and insight on this.
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Bret L. Simmons Reply:
December 1st, 2009 at 12:32 pm
Thanks for following the series, Tanveer. I’m actually not a big fan of “practical examples.” I wish more people would struggle with the abstract concepts and learn how to then make their own applications. I’m interested in contributing to the development of thinkers that can take these ideas to the next level, not copying what I’ve been able to do with them. But that’s just me
Thanks! Bret
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Hi Bret,
This is really powerful insight. I had an experience a few years ago where I found myself turning in quarterly reporting data at the very last minute. Part of the problem included my having to wait on data from my staff, a major systemic issue that existed way before I joined the team.
After examining the problem, I realized that the deadlines the team was following were provided by my manager, and most importantly were not working. So, I took responsibility for the late reports, gave my team a deadline to return information to me one week in advance (ambitious but realistic, to provide a cushion for late reports from staff), and voluntarily committed my consolidated report to my manager advance of the deadline for her report.
Not only did our reporting get to my manager in more than sufficient time for her to compile her report for our funding stream, she very much appreciated our proactiveness. Also, my team accepted the new deadline without resistance or complaint, and appreciated my taking responsibility for the team report. In addition, my manager then required each team to provide their reports to her based on our team’s voluntary deadline commitment.
From accepting responsibility for the problem and finding a good solution, I was paid back exponentially in loyalty and dynamic results from my team.
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Bret L. Simmons Reply:
October 2nd, 2011 at 5:13 pm
Great example, Tracey. Too many times we just want to blame and flame but the solutions to most of our most problems, from simple to vexing, are systemic. Identify the underlying systemic cause and then choose to be part of the solution by helping your leaders, peers, and reports fix the crappy system. Thanks for sharing! Bret
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